Mr Horrocks, M.SC, B.Eng., C.Eng. has had a long career dealing with technology in various industries beginning in his early years as an engineer with the application of computers to machine tools both in structural Analysis and automated tool changing. His development with technology has followed both the computer-based developments through CAD, CAM, CIM and robotics to materials such as carbon fibre and the use of lightweight metals. He has been in the vanguard of introducing critical technology applications, such as low-power lasers for aligning machine tools to applying visual simulation techniques for assessing manufacturing lines and warehouse design.
As the technology matured, Mr Horrocks moved from the technical design to implementation, exploring why seemingly good projects and technologies failed. This led to change management and the impact that technology has on both people and processes.
Mr Horrocks began his career in machine tools after taking a mechanical engineering degree and a master’s in machine tool technology, focusing on designing future machine tools, for example, replacing cast structures with fabricated ones. This is Mr Horrocks’s genuine interest and capability in analysis and using computer tools to provide data for decision-making. Mr Horrocks next career move was into production consulting, analysing, and improving production processes.
Gradually Mr Horrocks became engaged in computer systems for design, process planning, and commercial processes, covering designing new applications and supporting customers with their implementation. Implementation work developed from training on new transactions and data migration to helping the organisation through the required change. Again, this aligns well with Mr Horrocks’s natural disposition to create solid personal bonds, building strong customer trust.
• Depth of research
• Depth of experience
• Ability to relate customer situation to his experience.
• Anecdotal capability
• Simplifying tools and examples
• Good presentation skills
• Has undertaken the work personally within a wide range of industries and company profiles.
Mr Horrocks delivers engaging workshops and support materials; his rich tapestry of experience across different industries, company sizes, cultures, and ownerships enables him to relate to each client’s unique situation quickly. His style enables him to challenge management teams and proffer solutions when they appear stuck, changing the status quo. Mr Horrocks brings leading-edge tools that provide insights and vital decision-support information. Mr Horrocks has a lengthy mentoring background and is an experienced exponent of the art through online mediums.
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Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.
Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.
Technology Invoked Change
Implementation of any form of technology comes with a unique set of challenges ranging from validating the type and condition of technology to be implemented to extracting the value promised. Technology Invoked Change brings together best practice tools and techniques that enable management teams to maximise the success they can extract from any project.
Throughout the course, the emphasis is placed as much on the people and process aspects as much or more than the technology; because no matter to what level of automation is being implemented, there will be underlying processes with associated business rules and some interaction between the technology and a human being.
Each course module will reinforce the People-Process-Technology mantra to become second nature to all students. We guarantee that you will become better equipped to manage technology projects and the resultant change without the need to understand how the technology is built and implemented.
How do we feel confident we can guarantee this outcome?
In all technology projects, there will be a level of technical skill required, which will likely be beyond your reach as business leaders. Therefore, can you still lead the project? Applying the correct management principles in engaging with external suppliers, employing technical support personnel, and selecting technology.
Jeff Bezos is an excellent example of someone who has successfully employed and developed leading-edge technology with a high-level technical background from college only, from customer portals for managing orders and reviewing purchased history to the use of AI to suggesting other purchases to warehouse robotics and virtual shops performing pick and despatch functions.
Insert jeff bezos’s profile.
By focusing more on people and process change aspects, leaders can effectively manage the project implementation by challenging technologists to demonstrate how they will deliver a solution to the processes defined and the impact on the roles and responsibilities of people. The benefit is greater confidence in discussing requirements with technicians and, with tools learned later in the programme, higher levels of capability in managing projects.
Managing the scope of technology implementation is fundamental to project success measured in scope creep, unnecessary developments, cost, and time overruns. By focusing on processes and applying techniques enabling the evaluation of any change introduced through technology, leaders can challenge the internal team and the technology vendor. Extending these techniques beyond the high-level process view to features and functionality analysis provides a robust basis for decision-making.
The ability to understand processes that drive the business, the impact that technology can have, and at what cost strengthens an executive’s position within the team and in the eyes of the vendor. It enables the executive to make better decisions in selecting the technology and the implementation partner.
Understanding how the technology will transform the company’s position vis-a-vis the market requires insight. Using a company’s resources at its disposal, in many cases at little cost, can provide the backbone of horizon scanning in terms of technology that might apply to the business. Coordinating inputs from salespersons, internal suggestions, customer complaints and surveys, and competition analysis with some basic research in market journals, maybe combined with liaisons with research institutes, will provide a rich vein of information to drive creativity.
We will discuss how to productionise this effort to manage the information into coherent opportunities.
The course will help executives review and outline their process and apply measures to ensure it is managed and operated to benefit the company. It will identify key innovations to help achieve the strategic goals and avoid costly mistakes.
Horizon-scanning: how to plan for alternative business futures Wilson Wong CIPD
Executives need to be sure that projects that they back with resources move the company forward in terms of the market, such as improving the customer experience, making the company more competitive and improving the engagement and retention of staff. During the course, we examine how defining the criteria relating to the strategic alignment of projects can help assess fit. Then, add other dimensions, such as resource requirement and returns on investment, enabling executives to contrast and compare outcomes and make more robust decisions.
Closely coupling this process with market research helps avoid disasters like Web Van.
(Webvan was one of the first online grocery stores and is among the most famous Dotcom Bubble busts. The company raised nearly a billion dollars from investors but went bankrupt after two years of operations. Webvan’s strategy of “growth at any cost” was characteristic of many failed Dotcom Bubble companies. Courtesy of Street Fins) Webvan: The Dotcom Bubble’s Biggest Bust | StreetFins®. www.streetfins.com
… more match the success of Deliveroo;
“It met a classic untapped need,” he said. “The growth from the very early days was viral and customer-driven.”
“The Founder executed his plan for Deliveroo extremely well by paying attention to the big picture and the little details. And he brought in the right people.”
Courtesy of London Business School
Previously business success could be measured through product and service quality, operational cost management, innovation and supply chain robustness. Now the impact of the environment and climate change has added another dimension. According to the Harvard Business Review, leading advocates in developing countries vividly demonstrate that trade-offs between economic development and environmentalism aren’t necessary. Instead, the pursuit of Sustainability can be a powerful path to reinvention for all businesses facing limits on their resources and their customers’ buying power.
Understanding how a sustainable approach can lower costs, improve yields, and build new business models that are challenging to emulate will be vital to driving future business performance improvement.
Broadening the standards addressed beyond quality control to embrace Sustainability and environmental legislation should be integrated into the technology and implementation plan. The course will demonstrate how these standards can be applied to idea generation and development and new business models; and how the new frameworks will provide frameworks for measurement and management.
Typical results quoted by BSI are:
• 63% attribute direct cost savings to ISO 14001
• 74% report improvements to their corporate reputation
• 76% improve their compliance
• 61% report higher morale among staff
To successfully implement change, whether driven by technology or not, it has long been recognised that executives need to articulate their vision for the business and demonstrate their commitment to change with specific actions to contribute to change. During the course, we ask the business executives to propose a project to exercise these skills and support with tools such as the Business Model Canvas and Target Operating Model to distil the essence of the future state.
As we move through the course, the vision will change due to internal and external factors requiring review and recommunication. Stakeholder management and tools to support different forms of communication depending on the audience will discuss and practice along with case-studies from good storytellers and visionaries suc